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Deal Strategy / Structuring

Designing a strategy before a deal can be a complex exercise. How much consideration it takes will depend on whether the company trying to do the deal has gone though an assessment of its commercialisation options and the values that they might create. This should provide an understanding of what is achievable, what is feasible and what the risks might be with certain partners and their technologies. All these factors need to be considered to develop an appropriate strategy about any offer that should be used to approach the target partner. In a landscape of an increasing number of financing alternatives, and increasingly sophisticated business development executives, one needs to be aware of the many structures that can enable a deal and generate value for a company at different times and following different parts of the commercialisation process. Here, the exploration of industry practices is very important to uncover evidence for value allocations in special strategic circumstances.

Designing a strategy before a deal can be a complex exercise. How much consideration it takes will depend on whether the company trying to do the deal has gone though an assessment of its commercialisation options and the values that they might create. This should provide an understanding of what is achievable, what is feasible and what the risks might be with certain partners and their technologies. All these factors need to be considered to develop an appropriate strategy about any offer that should be used to approach the target partner. In a landscape of an increasing number of financing alternatives, and increasingly sophisticated business development executives, one needs to be aware of the many structures that can enable a deal and generate value for a company at different times and following different parts of the commercialisation process. Here, the exploration of industry practices is very important to uncover evidence for value allocations in special strategic circumstances.